Office of the President
PRESIDENT’S ADVISORY COUNCIL AG ENDA
April 14, 2014
9am to 11am
RDMT 256
1. Enrollment Strategies Update – Dr. Kyle Dalpe
Information Item
2. Late Start Class Update – Elena Bubnova
Information Item
3. Strategic Master Plan Update (Ref#3a, 3b, 3c) – Dr. Rachel Solemsaas, Ron Marston,
Dr. Kyle Dalpe
Information Item
4. Merit Pay Policy Final Reading/Recommendation –Ron Marston
Action Item
5. Policy Readings (Ref#5a, 5b, 5c, 5d) – Dr. Kyle Dalpe
Action Item
First Reading:
• Update: Instructional Space Assignment 5305 (Ref#5a)
Second Readings:
• Computer Hardware and Software Purchases (Ref#5b)
• Computer Shutdown revised submission for updating of Sustainability Policy (Ref#5c)
Final Reading:
• Right of Citizenship/Public Forum combination (Ref#5d)
6. Update on 8% Student Fee: How was it utilized? – Dr. Rachel Solemsaas
Information Item
7. Information on Potential Fee Increase for Fall 2015: How will students benefit
(Ref#7) – Dr. Rachel Solemsaas
Information Item
8. Salary Equity Study Update (Ref#8) – Dr. Rachel Solemsaas
Information Item
Next meeting May 12, 2014
Page 1 of 1; President’s Advisory Council Agenda
TMCC is an EEO/AA institution. See http://eeo.tmcc.edu for more information.
Created: 4/10/2014; Rev: 4/10/2014
TMCC Institutional (Strategic)
Planning Process Update
April 2014
Agenda
1)SMP updates
2)Mission
Fulfillment
Threshold
Strategic Master Plan Update
• Swap Core theme 1 and 3 similar to Year One
Accreditation Report
• Convert strategic initiative statements to
objective statements (9 objectives)
• Replace objectives with measures (42
measures)
• Added as appropriate NSHE performance
measures
Results: Core Theme 1
Student Success
Objective 1: Promote college readiness.
Objective 2: Increase student retention and
persistence.
Objective 3: Increase graduation, and transfer
rates.
Results: Core Theme 2
Academic Excellence
Objective 1: Provide relevant curricula and
effective delivery of instructional programs and
services.
Objective 2: Provide relevant and effective noninstructional college programs and services.
Objective 3: Meet workforce educational needs
in the service area.
Results: Core Theme 3
Access to Lifelong Learning
Objective 1: Serve as a resource for the
community, both internal and external, by providing
a variety of opportunities for educational and
cultural enrichment.
Objective 2: Provide welcoming and accessible
teaching and learning environment.
Objective 3: Create, expand and/or strengthen
partnerships with civic, community, educational and
business/industry organizations to provide lifelong
learning opportunities.
Extent of Mission Fulfillment
Meeting our 9 Objectives:
• BENCHMARK or the extent of fulfilling our
mission: MAINTAIN and/or EXCEEDS baseline
for all 42 measures
– Further, set 80% (or 34) of all measures have to be
met.
• Achieving ASPIRATIONAL TARGETS
Strategic Master Plan Structure
Core Theme 1
3
Objectives
Core Theme 2
3
Objectives
Core Theme 3
3
Objectives
42 Measures: each with baseline , benchmark
and aspirational target
Mission fulfillment = 80% of targets must be met or exceeded
Interpretation of Fulfillment of the Institution’s Mission
TMCC’s mission statement defines the college’s fundamental purpose in serving its community. Within
this mission are three core themes – student success, academic excellence and access to lifelong
learning – developed through an inclusive process with the college community. For each of the core
themes, objectives the College must satisfy to fulfill its mission has been identified. The degree to which
each of the objectives is achieved is based on measurable performance indicators.
For the college to meet the core themes of its mission, it needs to maintain or exceed a baseline
measure for each indicator within the specified time frame. On another level, however, our mission is
always aspirational. TMCC seeks to be the very best it can, and once a benchmark has been exceeded
for an objective, that measure will become the new baseline, until the aspirational target is fully
achieved.
Articulation of an Acceptable Threshold or Extent of Mission Fulfillment
Through the development of measurable performance indicators and the revision of core themes and
objectives, the college has identified 9 objectives that describe in general how we propose to fulfill our
mission. Within each objective, there are a number of indicators of achievement with specific
benchmarks to be attained by 2015. Additionally, aspirational targets are defined for the same period as
the college challenges itself to achieve a higher standard of success.
TMCC defines acceptable progress as maintaining, or exceeding these benchmarks by the year indicated,
with the understanding that whenever one goal is achieved, a higher standard will be set as the next
goal.
While TMCC aspires to satisfy each objective, in some cases the College may not yet be performing at a
desired benchmark level. Because of the importance of adopting meaningful indicators and objectives,
and not only ones in which the College already excels, the College has identified a clear articulation of
mission fulfillment that is based on satisfying at least 80% of the established objective measures.
***ANALYSIS
TMCC has:
1)
2)
3)
4)
5)
6)
3 core themes
Each core theme has 3 objectives for a total of 9 objectives
From the 9 objectives, a total of 42 measures were identified
Each measure has a set benchmark of maintain and/or exceed from a baseline
Each measure has an aspirational target
To achieve mission fulfillment, 34 measures or 80% of 42 measures must maintain and/or
exceed its set benchmark.
TMCC Strategic Master Plan
A Status Report for the NSHE Board of Regents, June 2014
TMCC Vision, Mission and Values
Vision
Truckee Meadows Community College creates the future by changing
lives.
Mission
Truckee Meadows Community College promotes student success,
academic excellence and access to lifelong learning by supporting highquality education and services within our diverse community.
Values
The values upon which Truckee Meadows Community College bases its
mission and vision statements are the principles, standards and qualities
the college considers worthwhile and desirable. Truckee Meadows
Community College is committed to:
Student access and success
Excellence in teaching and learning
Evidence of student progress through assessment of student outcomes
Nurturing a climate of innovative and creative thought
Collaborative decision making
Community development through partnerships and services
Ethical practices and integrity
Respect, compassion, and equality for all persons
Responsible and sustainable use of resources
Fostering attitudes that exemplify responsible participation in a
democratic society
Core Themes
Core Theme I: Student Success
Core Theme II: Academic Excellence
Core Theme III: Access to Lifelong Learning
TMCC Strategic Master Plan
TMCC Strategic Master Plan
Core Theme I:
Student Success
Objective 1: Promote College Readiness
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of Gateway Course
Completers
4,230
Exceeds
4,350
4,315
4,350
Number of recent Washoe
County School District
(WCSD) graduates who are
college ready as a result of
collaborative partnership
3%
Exceeds
18%
40%
18%
Number of enrollment
matriculating from WCSD
with Tech Prep placement
credits
384
enrollment
Exceeds
425
enrollment
500 enrollment
425
enrollment
TMCC Strategic Master Plan
Core Theme I
Objective 2: Increase Student Retention and Persistence
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Student retention (course
completion rate):
College-wide
72%
Exceeds
77%
78%
77%
Student retention
(course completion rate):
Developmental English
68%
Exceeds
73%
78%
73%
Student retention
(course completion rate):
Developmental Math
53%
Exceeds
67%
72%
67%
Student retention (course
completion rate): Online
66%
Exceeds
71%
75%
71%
Student persistence from Fall
to Spring
71%
Maintain,
exceeds
69%
77%
69%
Student persistence from Fall
to Fall
52%
Maintain,
exceeds
52%
65%
52%
TMCC Strategic Master Plan
Core Theme I
Objective 3: Increase Graduation and Transfer Rates
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
New FT freshman 3-year
graduation rate
17%
Exceeds
21%
40%
21%
New FT freshman 4-year
graduation rate
20%
Exceeds
21%
43%
21%
Transfer out rate without
earning a degree–
subsequent enrollment at
another institution
21%
Exceeds
14%
27%
14%
Number of graduates –
Associates Degrees
1,035
Exceeds
950
1,056
950
Number of graduates –
Certificates
51
Exceeds
70
52
70
Number of transfer students
with 24 credits or associates
degree
989
Exceeds
1,260
1,009
1,260
TMCC Strategic Master Plan
Core Theme II
Core Theme II:
Academic Excellence
Objective 1: Provide relevant curricula and effective delivery of instructional programs and services
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of programs
assessed: (PUR & PUR annual
progress)
44%
Exceeds
100%
100%
100%
Number of courses offered
assessed within cycle (cycle
currently at 5 years)
?
Exceeds
?
95-100%
?
95%
Maintain
or exceed
satisfaction
for related
questions
95%
Average student satisfaction
level rate relating to
educational experience via
TMCC graduation survey
(question 1, 3a, 3c, 3e)
TMCC Strategic Master Plan
90%
Maintain,
exceeds
Core Theme II
Objective 2: Provide relevant and effective non-instructional college programs and services
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of non-instructional
units assessed: (AUR & AUR
annual progress)
25%
Exceeds
100%
100%
100%
76%
Maintain
or exceed
satisfaction
for related
questions
76%
Average student satisfaction
level rate with quality
of support services via
graduation survey (question
2)
66%
Maintain,
exceeds
TMCC Strategic Master Plan
Core Theme II
Objective 3: Meet workforce educational needs in the service area
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of AAS/
CTE programs using
Advisory Board input
of recommendations
for continual program
improvement
29%
Exceeds
100%
100%
100%
Ratio of CT and AAS
graduates employed within
one year of graduation
66%
Maintain,
exceeds
?
68%
?
Number of AAS graduates
233
Exceeds
258
237
258
Number of Certificates
graduates
51
Exceeds
70
52
70
Number of Economic
Development (STEM and
Allied Health) graduates
273
Exceeds
248
278
248
Number of TMCC chosen
economic development
field graduates
5
Exceeds
18
5.1
18
TMCC Strategic Master Plan
Core Theme III
Core Theme III:
Access to Lifelong Learning
Objective 1: Serve as a resource to the community, both internal and external, by providing a variety
of opportunities for educational and cultural enrichment
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Average student satisfaction
level rate with educational
opportunities via graduation
survey (question 4a, 4c).
89%
Maintain, exceeds
95%
Maintain or
exceed
95%
Number of community
enrichment opportunities:
Music and Theater
Productions
12 events
Maintain, exceeds
12 events
Maintain or
exceed
12 events
Number of community
enrichment opportunities: Art
Gallery
8 events
Maintain, exceeds
8 events
Maintain or
exceed
8 events
Number of community
enrichment opportunities:
Distinguished Speaker Series
and other Speakers
2 events
Maintain, exceeds
2 events
Maintain or
exceed
2 events
Number of community
enrichment opportunities:
Campus Sponsored Events
(ex. Legacy Scholarship
Receptions, Business Plan
Competition)
51 events
Maintain, exceeds
171 events
Maintain or
exceed
171 events
Number of community
enrichment opportunities:
WDCE enrichment programs
675
Maintain, exceeds
1,251
Increase by 5%
1,251
Number of professional
development opportunities
for all faculty and staff
186
workshops/
2,956
participants
Maintain, exceeds
80%
240 workshops/
2,500 participants
80%
TMCC Strategic Master Plan
Core Theme III
Objective 2: Provide a welcoming and accessible teaching environment to a diverse community
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Maintain (100%)
TMCC
35.4% vs.
WC 33.6%
= 105%
Maintain
or exceed
community
demographics
(=100% or
higher)
TMCC
35.4% vs.
WC 33.6%
= 105%
Ratio of under-represented
student population groups
as it relates to community
demographics
TMCC 32.5%
vs. WC 29% =
105%
Ratio of under-represented
faculty and staff as it relates
to student demographics
TMCC faculty/
staff 18%
vs. TMCC
students
32.5% = 55%
Exceeds (60%)
Average student satisfaction
level rate with via graduation
survey (questions 3b, 3d, 4e,
4f, 4i, 4j)
89%
Maintain,
exceeds
TMCC Strategic Master Plan
TMCC
faculty &
staff 21%
vs. TMCC
students
35.4% = 60%
95%
Exceed
(greater than
60%) student
demographics
Maintain,
exceeds
TMCC faculty
& staff 21%
vs. TMCC
students
35.4%
= 60%
95%
Core Theme III
Objective 3: Create, expand and/or strengthen partnerships with civic, community, educational and
business/industry organizations to provide lifelong learning opportunities
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of student
enrollments in high school
dual-credit courses
123
Maintain,
exceeds
152
160
152
WCSD Graduate Capture
rate
27%
Maintain,
exceeds
26%
32%
26%
Number of participation in
workforce apprenticeship
447 students
had 792
apprenticeship
enrollments
Maintain,
exceeds
Number of participation in
workforce internships
0 internships
Exceeds
Diversify sources of
college revenue through
community partnerships
$6.9 million
in grants and
gifts
Exceeds
148 students
had 257
apprenticeship
enrollments
86
internships
$11.5 million
in grants
and gifts
Maintain,
exceeds
35
internships
$9 million in
grants and gifts
148 students
had 257
apprenticeship
enrollments
86
internships
$11.5 million
in grants
and gifts
TMCC Strategic Master Plan
www.tmcc.edu/about/
TMCC is an EEO/AA (equal opportunity/affirmative action) institution and does not discriminate on the basis of sex, age, race, color, religion, physical or mental disability, creed, national origin, veteran status, sexual
orientation, genetic information, gender identity, or gender expression in the programs or activities which it operates.
TMCC Policy Briefing Paper
Update to Policy 5305 Sustainability Policy
April 2014 President’s Advisory Council
Text in italics blue is new; text in red strikethrough is to be omitted.
Instructional Space Assignment 5305
Instructional rooms will be assigned in a manner that allows for
efficient use of space and an appropriate match of class needs and
classroom attributes. Per the vision of the college and to ensure
student success, academic scheduling will take first priority for
classroom space and all other requests will not be honored until the
academic schedule is in place.
Procedures: Procedures are available in the Room Scheduling Office or
by visiting their web site at: www.tmcc.edu/scheduling/.
Originating Source: Institutional Space Utilization Report
Responsible Office: Room Scheduling Office
www.tmcc.edu/scheduling/
Updated: October 15, 2013
Instructions
President’s Office
Reset
Print
REQUEST FOR POLICY REVIEW
Please complete this form and submit it to the Office of the President for inclusion on the President’s Advisory Council
Agenda
Please describe the purpose of this review. (Check all that apply)
✔
Add a policy
Revise a policy
Delete a policy
Other
Please provide the text of the new policy. (If this request is for a revision, please provide previous policy text with mark ups on a separate sheet.)
Computer Hardware and Software Purchases:
All computer hardware, software, and software as a service (SaaS) purchases must be reviewed and approved by the
Information Technology Department prior to purchase or contracting to ensure compatibility and ongoing support.
Background
Please provide the reason and justification for request
- Hardware or software must fulfill TMCC IT's standards to be able to function on the network
- IT approved equipment guarantees functionality and support
- By standardizing equipment, TMCC will receive greater volume discounts and warranty from already approved vendors
- software purchases should be evaluated by the IT Programming Unit to assure the potential software will be compatible
with TMCC's and NSHE's systems
- IT will be able to evaluate and assure that security and FERPA concerns are addressed
- While Software as a Service (SaaS) might proved a quick solution, the service might come at a considerable cost
calculated over several years; contracts also have to be re-negotiated after the end of the contract term which usually
leaves companies in a "locked-in" situation with little negotiation room; data security is the biggest concern with SaaS
Impact
Please describe the impact of this request (cost, legal ramifications, etc.)
- Departments will need to contact IT and provide documentation about the hardware, software or SaaS
- IT will discuss the software with the vendor and provide guidance on behalf of TMCC
- The purchasing time might be slightly prolonged due to IT evaluation
- IT approval will guarantee that the hardware, software, or SaaS will be compatible with TMCC's network and indeed is
the most cost-effective solution for TMCC
Submitted By
_______________________________________________________
Signature
Page 1 of 1; Request For Policy Reviewe
TMCC is an EEO/AA institution. See http://eeo.tmcc.edu for more information.
___________________________________________
Date
_____________________
Legal Review
Created: 8/28/2013; Rev: 8/28/2013
TMCC Policy Briefing Paper
Update to Policy 5003 Sustainability Policy
April 2014 President’s Advisory Council
At the March 2014 PAC meeting, a new policy, Computer Shutdown, was read for the
first time. After review by some members, it appeared more appropriate to update a
current policy (Sustainability 5003) for future flexibility than create a new policy
specific to computer shutdown. This way, additional policies related to
sustainability could be added more easily without a new policy for each.
The authors of the Computer Shutdown Policy and the President’s Office have
offered the update below. The procedures for Computer Shutdown may be pursued
under this updated policy at a later date.
Policy Update: 5003
Text in italics blue is new; text in red strikethrough is to be omitted.
TMCC Sustainability in Business Practices Policy 5003
TMCC is committed to responsible stewardship of resources and to
demonstrating leadership in sustainable business
practices. Procedures and practices that provide environmental
benefits, reduce dependency on non-renewable energy sources, and
offer other resource conservation benefits resulting in cost savings and
maintenance of a healthy workplace for students, faculty, staff, and
visitors shall be implemented upon approval of the President.
Truckee Meadows Community College strives to minimize the
environmental and financial impact of construction, renovation,
maintenance and operation of its campus facilities. As new buildings
are designed, it is a priority of the college to incorporate sustainable
building concepts that benefit the environment, reduce dependence on
non-renewable energy sources, yield long-term cost savings, and
provide a healthy workplace for students, faculty, staff, and visitors.
The benefits of applying the Leadership in Energy and Environmental
Design (LEED) green building rating system will be considered during
the planning phase of all new buildings. Maintenance and operation
strategies for existing facilities incorporate sustainable building
concepts for the efficient management of energy and water resources
and allow for the use of local renewable energy resources where
practical.
The transportation plan for the College is to maximize the use of
alternative fuels and alternative transportation.
Procedures: The procedures are available by contacting individual
departments. For a list of procedures in effect per this policy, contact
the President’s Office. the Facilities Operations website at
www.tmcc.edu/facilities/.
Originating Source: Vice President of Administrative Services Facilities
Operations and Capital Planning www.tmcc.edu/facilities/
Responsible Office: President’s Office Facilities Operations and Capital
Planning www.tmcc.edu/facilities/
Updated: TBD
TMCC Policy Briefing Paper
Follow Up to Policy 5318 and 5320 Rights of Citizenship
April 2014 President’s Advisory Council
At the February meeting, the PAC approved Policy 5318 as presented,
but decided to not delete Policy 5320 until further review. Both are
“owned” by the scheduling office, and 5318 was intended to clarify and
replace 5320.
After review by a PAC sub committee on this topic, the Option for
Combination below is being submitted for consideration.
Option for Combination
Rights to Free Speech and Peaceful Assembly 5318
TMCC students are both citizens and members of our academic
community and are subject to the same rights and responsibilities of
any other members of this community. TMCC supports constitutionally
protected freedom of speech and peaceful assembly rights and has
established a public forum area at the Dandini Campus for use by
TMCC students, employees and outside entities for this purpose.
Original Discussion
This policy was adopted at the February 2014 PAC meeting:
Right to Assemble 5318
TMCC supports constitutionally protected freedom of speech and
peaceful assembly rights and has established a public forum area at
the Dandini Campus for use by TMCC students, employees and outside
entities for this purpose.
This policy was slated for removal at the February 2014 PAC, but was
held for more discussion in relation to the one above:
Exercise of Rights of Citizenship 5320
Truckee Meadows Community College students are both citizens and
members of the academic community. As citizens, students have the
same freedom of speech, peaceful assembly, and right of petition that
other citizens enjoy and, as members of the academic community,
they are subject to the obligations that accrue to them by virtue of this
membership.
Preliminary Expenditure Plans
Proposed Registration Fee Increases FY 16, FY 17, FY 18, FY 19
Institution: Truckee Meadows Community College
FY 2015‐16
Estimated Incremental Revenue:
Expenditure Student Access (7.24%)
State Funded Scholarships
General Improvement Fee Student Services space improvements
Capital Improvement Fee ‐ Deferred Maintenance
FTE
Total
FY 2016‐17
Estimated Incremental Revenue:
Expenditure Student Access (8.01%)
State Funded Scholarships
General Improvement Fee Student Services space Capital Improvement Fee ‐ Deferred Maintenance
FTE
Total
$581,725
Cost
$137,952
$397,235
$31,579
$14,959
$581,725
$581,725
Cost
$159,559
$375,628
$31,579
$14,959
$581,725
2017‐19 Biennium
TMCC planned to use the additional tuition fee revenues during this period in support of the college's student success initiatives that include:
1) Need based Financial Aid (Student Access)
2) Veterans student support services
3) Financial Aid retention services
4) Student retention, outreach services
Preliminary Expenditure Plans Universities and Colleges
Proposed Registration Fee Increases
Fiscal Years 2016, 2017, 2018, 2019
Institution
Name: Truckee Meadows Community College
Projected Revenue
Undergraduate
Graduate
Upper Division
Lower Division
Total
Projected Expenditures
Student Financial Aid
State Funded Scholarships
General Improvement Fee Student Services space improvements
Capital Improvement Fee ‐ Deferred Maintenance
Veterans Services Coordinator
Financial Aid Coordinator
Retention/Outreach/Life Skills College
Total
FTE
FY 2015‐2016
FY 2016‐2017
FY 2017‐2018
FY 2018‐2019
$581,725
$581,725
$581,725
$623,277
$581,725
$581,725
$581,725
$623,277
State Operating Budget
Campus Retained Fees
$137,952
FTE
$397,235
0.00
$397,235
State Operating Budget
Campus Retained Fees
$159,559
FTE
$375,628
$31,579
$14,959
$14,959
0.00
$375,628
Campus Retained Fees
$182,828
FTE
$192,359
$31,579
$184,490
State Operating Budget
$206,097
1.00
1.00
$80,000
$80,000
2.00
$352,359
State Operating Budget
Campus Retained Fees
$209,421
$0
$31,579
$33,241
$14,959
$16,621
$229,366
3.00
3.00
$363,994
$363,994
$259,283
Footnotes
As a follow up to the fee and tuition taskforce recommendation, relating to the 4% increase in the registration fees starting in fall 2015 and continuing for each of the next four years (at the same rate), TMCC proposes to allocate anticipated fee revenue increases to programs that will continue its commitment to supporting the success of our students.
For the biennial period 2015‐2017, TMCC proposes to allocate most of the fee increases to need‐based financial aid grant and scholarships. This continues the college’s support to help students fund their education. Nevada doesn’t have such a program now for need based financial aid. Establishment of such a program requires state legislation. For the next biennial period 2017‐2019, TMCC proposes to enhance financial aid and retention support services to students, including Veterans.
Compensation Equity Committee
Salary Equity Adjustment Plan
Status as of April 7, 2014
•
•
•
•
To prevent further compression and inversion, an effective date of July 2014 is recommended.
Adopt UMG’s proposed salary equity adjustments as follows:
o Provide an additional 2.5% for tenured faculty who falls below the minimum of the new
salary schedule. This is effective July 2013 with an estimated cost of $14,129.
o Provide salary adjustment to market factor (zero rank) faculty using 80% of the market
composite midpoint. This is estimated at $10,038.
o Adjust tenured and tenure track academic faculty first 10 years of service to align with
NSHE initial placement pay at 2.5% of the minimum of their range for each year of
experience. This is estimated at $518,210
o Adjust tenured and tenure track academic faculty with 11 plus years with annual
progression scale of at least 0.75%. If funding is available, annual progression scale of
up to 1% is highly desirable. This will cost an additional $201,464 for academic faculty
adjustments.
o Adjust administrative faculty whose current base salary falls below the average of
similarly placed administrative faculty group within each grade and years in position.
Adjustment will be based on range penetration and job complexity but would not
exceed the average salary within each group. This is estimated at $75,138.
Implement a $25 per credit adjustment to part-time faculty salary ($750 to $775) in an effort to
come closer to the NSHE CC part-time faculty salary parity. This is estimated at $135,000.
Utilize the following funding sources to implement the salary equity adjustment. They include:
o Academic faculty vacancies proposed to be eliminated by the Budget Reduction
Committee. The estimated savings is $528,000.
o Additional buyout savings that were not used for balancing the FY 2015 operating
buyout. $900K
o Anticipated vacancy savings due to hiring delays or positions on hold beyond system
mandated savings $350K.